front 1 Profit Sharing | back 1 Reparto de parte de las ganancias del año. |
front 2 Piece Rate | back 2 Pago por cada unidad producida o tarea realizada. |
front 3 Goal Sharing | back 3 Bono si se cumplen objetivos específicos. |
front 4 Level 1: Results Focus | back 4 Medición objetiva del desempeño y gestión de resultados. |
front 5 Level 2: Stakeholder | back 5 Empleados arriesgan parte del salario para ganar más basado en desempeño. |
front 6 Level 3: Job Enrichment | back 6 Expansión de funciones, cross-utilization, flexible scheduling, work prospecting. |
front 7 Level 4: Self-Managed | back 7 Líderes entrenados supervisan al equipo, mayor autonomía. |
front 8 Job Enlargement | back 8 Ampliar funciones del puesto. |
front 9 Cross-Utilization | back 9 Entrenamiento en otras funciones dentro de la organización. |
front 10 Work Prospecting | back 10 Buscar nuevas oportunidades de trabajo dentro o fuera de la organización. |
front 11 PDC (Performance Diagnostic Checklist) | back 11 Checklist para servicios humanos: Training, Task Clarification, Resources, Performance Consequences. Puede también ser una Herramienta indirecta para entender por qué ocurre un comportamiento. Incluye preguntas de sí/no en 4 áreas: Antecedents & Information, Equipment & Processes, Knowledge & Skills, Consequences. EX: Owen detecta déficits en knowledge/skills y antecedents durante la entrevista con Geneva. |
front 12 PIC/NIC Analysis | back 12 Expande ABC Analysis: consecuencias positivas/negativas, inmediatas/futuras, ciertas/incertas. Puede hacerse directa o indirectamente |
front 13 Performance Management (PM) | back 13 Mejora desempeño de individuos o grupos con datos objetivos, feedback, training, job aids. |
front 14 Performance Improvement Process | back 14 Pasos: identificar problema → evaluar → elegir intervención → implementar → monitorear → ajustar. |
front 15 Management Processes | back 15 Conductas de líderes para apoyar otros procesos (supervisión, feedback). |
front 16 Behavioral Systems Analysis (BSA) | back 16 Analiza procesos internos y externos de la organización para mejorar outputs. |
front 17 BSA Levels | back 17 Tres niveles: organizacional, de procesos y de puesto/performer. |
front 18 OBM (Organizational Behavior Management) . | back 18 Área de ABA que analiza y mejora el comportamiento dentro de organizaciones |
front 19 ABC Analysis | back 19 Analiza u observa antecedentes y consecuencias del comportamiento; directo o indirecto. |
front 20 Inputs | back 20 Recursos necesarios para iniciar procesos. Ex: Los timesheets se convierten en inputs para el departamento de billing, que actúa como supplier en ese proceso. |
front 21 Outputs | back 21 Productos o servicios entregados al cliente. Ex: Cuando el personal de direct services completa los servicios, envía sus timesheets. Estos timesheets son outputs del departamento de direct services. |
front 22 Performer | back 22 Persona o grupo que convierte inputs en outputs. |
front 23 Process | | back 23 Un proceso es una serie de pasos que convierte inputs en outputs. Ejemplos comunes en organizaciones: training, billing, onboarding, intake, discharge y marketing. El enfoque es cómo los inputs se transforman en outputs. | |
front 24 Direct Services | back 24 Este departamento trabaja directamente con individuos en la comunidad; estos individuos son los external customers. |
front 25 Departments/Functions | back 25 La organización tiene dos áreas principales: billing y direct services. |
front 26 Departments/functions and/or suppliers that provide the inputs | back 26 Groups or suppliers that give needed materials or info. |
front 27 Departments/functions and/or external customers that receive the outputs | back 27 Shows who gets the company’s products or services → Relationship Map Component |
front 28 Primary/Core Processes | back 28 Procesos visibles para el cliente; producen servicios principales. |
front 29 Secondary/Support Processes | back 29 Procesos no visibles pero necesarios (presupuestos, onboarding). |
front 30 Aggregate Products | back 30 Resúmenes de varios comportamientos (ej.: reportes o listas de entrenamientos). |
front 31 Behavioral Products | back 31 Productos permanentes de una conducta (ej.: hoja completada, piso limpio). |
front 32 Pay-for-Time | back 32 Empleados llenan tiempo sin tareas reales para “verse ocupados.” |
front 33 Entitlement Thinking | back 33 Empleados creen que merecen recompensas sin relación al rendimiento. |
front 34 Management by Perception | back 34 Supervisores evalúan basado en opiniones subjetivas, no datos. |
front 35 Management by Exception (Fear) | back 35 Solo se da retroalimentación cuando hay errores; genera miedo y mínimo desempeño. |
front 36 Relationship Map | back 36 Mapa que muestra departamentos, sus entradas, salidas y cómo se conectan. |
front 37 Pay-for-Performance (PFP) | back 37 Sistema donde el pago extra depende del desempeño. Si la empresa y los empleados hacen un mejor trabajo, ganan más dinero. |
front 38 Step 1: Identify Short- and Long-Term Goals | back 38 Identificar metas a corto y largo plazo según la misión. Ej.: Melinda pide a su cliente listar objetivos antes de crear el scorecard. |
front 39 Step 2: Determine Weights for Each Goal | back 39 Asignar qué tan importante es cada categoría de metas según prioridades de la organización. |
front 40 Step 3: Select Measures for Each Goal | back 40 Elegir medidas específicas para evaluar cada meta. Ej.: Silvana ya tiene prioridades y pesos y ahora decide cómo medirlas objetivamente. |
front 41 Step 4: Identify Ranges for Measures | back 41 Definir los rangos de desempeño para cada medida. Ej.: Vivian recopila datos para establecer niveles ejemplares. |
front 42 Step 5: Assign Weights to Each Job | back 42 Ajustar los pesos de las medidas según lo que cada puesto puede influir. Ej.: Lynne asigna pesos diferentes según el rol en la clínica. |
front 43 Experimental analysis | back 43 Manipulates variables to determine cause-effect relationships. |
front 44 Stages of performance improvement process | back 44 1. Intervention selection, 2. Intervention implementation, 3. Monitoring/evaluation, 4. Plan revision. |
front 45 Intervention selection | back 45 Choose the strategy to address the problem. (Choosing what to do next based on assessment.) |
front 46 Intervention implementation | back 46 Put the chosen strategy into action. |
front 47 Monitoring/evaluation | back 47 Track progress to see if the intervention works. |
front 48 Plan revision | back 48 Adjust the intervention based on results. |
front 49 Problem identification | back 49 Define the specific behavior or issue to target. |
front 50 Assessment | back 50 Gather info to understand the problem. |
front 51 Example of an analysis at the organizational level | back 51 Looking at the whole company—departments, customers, competitors, goals. View of the basic structures of an organization with n emphasis on the relationship between the organization and its customers |
front 52 Analysis at the process level | back 52 View of the basic structures of an organization with an emphasis on inter-relations between departments to see how work gets done and departments affect one another . Looking at the steps to find where a workflow has problems. If the answer involves analyzing: * steps * workflow * procedures * how something gets done * quality of a task that everyone does the same way |
front 53 Analysis at the job/performer level | back 53 Checking what one worker does and if they do it right. View of how each individual performer operates within each. Process and function or department to see how performers and departments relate to one another |
front 54 Agency mission | back 54 The company’s big purpose or reason it exists. |
front 55 The assessment service process | back 55 Core activity that directly produces the service → Primary/Core Process |
front 56 The budgeting process | back 56 Helps core activities run smoothly but doesn’t produce the main product → Secondary/Support Process |
front 57 Providing home renovation services | back 57 Core activity delivering the company’s main product/service → Primary/Core Process |
front 58 Stock options | back 58 You can buy company shares at a cheaper price later. |
front 59 Gain sharing | back 59 Everyone gets a bonus from money the company saves. |
front 60 Merit increase | back 60 Your regular pay goes up if you do a good job. |
front 61 Corporate socialism | back 61 Everyone gets the same pay, even if some do less work. |
front 62 Performance-based promotions | back 62 You get promoted based on how well you perform. |
front 63 Fix-cost pay | back 63 Your pay is set and doesn’t change with performance. |
front 64 The steps for completing a PIC/NIC analysis are as follows: | back 64 1. Describe the undesired performance 2. Describe the desired performance 3. Determine the severity of the problem 4. Complete an ABC analysis of the undesired performance 5. Complete an ABC analysis of the expected performance 6. Summarize current antecedents and consequences 7. Propose solutions that add positive, immediate, and certain consequences |
front 65 Study Gaetani et al. (1985) Participants | back 65 Two mechanics |
front 66 Study Gaetani et al. (1985) IV | back 66 Feedback alone, feedback and commission |
front 67 Study Gaetani et al. (1985) DV | back 67 Daily productivity. |
front 68 Study Gaetani et al. (1985) Results | back 68 Significant increase in incentive condition |
front 69 Long Ill et al. (2012) Participants | back 69 Three undergraduates |
front 70 Long Ill et al. (2012) IV | back 70 Pay-for-time (PFT) vs pay-for-performance (PEP) |
front 71 Long Ill et al. (2012) DV | back 71 Productivity, time spent on-task |
front 72 Long Ill et al. (2012) Results | back 72 PFP increased responding, on- task compared to PFT, 2 out 3 participants preferred PFT |
front 73 George & Hopkins (1989) Participants | back 73 Twenty-three waitpersons (across two restaurants) and management |
front 74 George & Hopkins (1989) IV | back 74 Replace hourly pay with ability to earn % of gross sales |
front 75 George & Hopkins (1989) DV | back 75 Dollars earned per hour |
front 76 George & Hopkins (1989) Results | back 76 Participants' pay increased by 20-30%; management satisfied with increase in quality, work rate. |